PERSONNEL MANAGEMENT
By Torrington and Hall (1987) “a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled.“
HRM is also seen by many to have a key role in risk reduction within organizations.
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs.
ACADEMIC THEORY
The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace.
The four fields for the HRM function:
Strategic business partner
Change agent
Employee champion
Administration
CRITICAL ACADEMIC THEORY
The modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals).
Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world.
Critical Theory, in particular postmodernism (poststructuralist), recognizes that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic.
By Torrington and Hall (1987) “a series of activities which: first enable working people and their employing organisations to agree about the objectives and nature of their working relationship and, secondly, ensures that the agreement is fulfilled.“
HRM is also seen by many to have a key role in risk reduction within organizations.
Synonyms such as personnel management are often used in a more restricted sense to describe activities that are necessary in the recruiting of a workforce, providing its members with payroll and benefits, and administrating their work-life needs.
ACADEMIC THEORY
The basic premise of the academic theory of HRM is that humans are not machines, therefore we need to have an interdisciplinary examination of people in the workplace.
The four fields for the HRM function:
Strategic business partner
Change agent
Employee champion
Administration
CRITICAL ACADEMIC THEORY
The modernist traditions of personnel (man as machine) towards a postmodernist view of HRM (man as individuals).
Critiques include the notion that because 'Human' is the subject we should recognize that people are complex and that it is only through various discourses that we understand the world.
Critical Theory, in particular postmodernism (poststructuralist), recognizes that because the subject is people in the workplace, the subject is a complex one, and therefore simplistic notions of 'the best way' or a unitary perspectives on the subject are too simplistic.